business to business sales strategies for marketing agencies

1. Meetup.com/Linked
B2B Client Acquisition
Landing Better Customers | ilearn Series
Brian.Ortiz@CognizantVentures.com
344 West 38th Street | NY, NY | 10018
www.linkedin.com/in/marketingbrianortiz
212.784.8750
Inbound Marketing
Software & Community
Sponsors
Brian Ortiz © 2014

2. Who Am I

Brian Ortiz
What Did I Do In The Past?


SEOMatrix (Digital Marketing, Sales Driven)

Matrix Integrated Marketing (Traditional & Virtual Sales Force Creation)

Ultrasonic Blue (Digital Marketing, Sales Driven)


15 Year Career Building Both Marketing & Sales Agencies
Hired By Marketing Agencies for Business Development
What Do I Do Now

Cognizant Ventures (B2B Services, Broker Marketing & Marketing Strategy, Build &
Guide Sales Teams)

City Tech Wizards (Information Technology)

Cadence Staffing (Contingency Based Recruiting)

Manhattan Cleaning Crew (Commercial & Residential Cleaning)

Linked Business Network (ilearn, sharkspaces)

3. Who Should Be Listening?

Marketing Agencies (SEO, SEM, PPC, SMM)

Freelance Consultants (Content Creators, Link Builders, Conversion Optimizers)

B2B Software Companies (SaaS) – Software Licensing

Marketing Software Companies

Web Development Companies / Freelance Designers

B2B Sales Teams & B2B Sales Professionals

Information Technology Companies

B2B Sales Managers

Business Development Managers

VPs/Directors of Marketing & Sales

Any B2B Professional

Any Sales Professional Looking to Refine & Enhance Skillset

Sales Professionals looking to Transition to Landing Larger Clientele

4. B2B Sales & Client Management Integration
Old Business Model – Providing
Consultative Service to Client
Integrated Relationship
Lead
Weaker Goal Alignment
Lead
Lead
Client
Lead
Lead
Client
Lead Lead
Sales -> Production Transition
(employee)
Large, Varied Client Base
New Business Model –
Providing Consultative Service
to Client
Lead
Lead
Lead
Smaller,
Higher
Quality
Client Base
New Business Model –
Providing Consultative Service
to Client with Software Tools
Integration
High Client Attrition, Staff
Trained In-House, Employees,
Potential Damage to Industry
Ecology & Brand
Staff not just
Pre-existing
skillset, but
expert level
Weaker Relationship
Better Goal Alignment
Client
Lead
Service
Client
Client
Sales -> Production Transition
(contractor)
less client control,
lower satisfaction
-more labor for
agency
Various Models
For Structuring
Your B2B Agency
Software
more client control,
higher satisfaction
-less labor for
agency

5. Old Vs New Client Acquisition Models
[CATEGORY
NAME]
[PERCENTAGE]
Old Sales Distribution 2007
Networking
[PERCENTAG
E]
Referrals
11%
Internet
(PPC, SEO)
23%
Facebook
4%
New Sales Distribution 2013
[CATEGORY
NAME]
[PERCENTAGE]
B2B
Outbound
Sales Team
63%
Networking
[PERCENTAGE]
[CATEGORY
NAME]
Sales Team
[PERCENTAGE]
[CATEGORY
NAME]
[PERCENTAGE]
Linkedin
[PERCENTAGE]
Direct Mail
6%
Inbound
Marketing /
Marketing
Automation
(SEO/PPC)
[PERCENTAGE]

6. B2B Selling Methodology Primer

Initiate conversations/introductions with the right companies and the correct executives
within those companies. Use linkedin to verify the title of the person you are interacting with.
Target companies that have “triggered” action, namely, companies that have taken actions
indicating financial growth, financial stability, or financial investments.

Demonstrate High Professional Value (in interaction style, marketing collateral, case
studies, and by clearly outlining prospect requirements).

Prospects will view your behavior, along with other factors and make a quick determination
about your perceived value – this initial impression is difficult to change as the sales cycle
progresses.

Unique/Consistent Value Proposition – any elements off in the sales cycle will lead to
trepidation on the prospect’s part.

Equal Exchange Offers are Superior to Irresistible Offers - make an offer in exchange for
something valuable instead – typically in exchange for a task (information, access, action).

Discover client’s true budgetary constraints sooner, rather than later, during the qualifying
stage of the sales cycle – you must be prepared to ask the difficult questions before deciding
to invest additional time with the prospect.

Keep the frequencies of interaction with your prospects to a reasonable level – always present
your prospect with additional evidence supporting your value.
Don’t
sell, Introduce
Instead

7. B2B Selling Methodology Primer

Show Quantifiable Potential Returns (use basic algebra, logic, and common sense – you don’t need Calculus)


Compare and Contrast High Performing Competitors


Additional Market Share Captured
Frame/Equate all of your actions in terms of client ROI
Show Alarming Deficiencies – Don’t Pull Punches


Stress That Deficiencies are costing the prospect now and for the foreseeable future unless there is a
change.


Show How Deficiencies are costing the prospect (bleeding revenue).
Present overwhelming evidence that your specialized skillset can solve the deficiencies.
Demonstrate Interest and Competency in the Prospect’s Overall Business / Industry / and Role within the
Company.

Understand the client’s UVP

Ask client to explain his/her UVP (this will assist in demonstrating value

Understand the prospect’s specific goals as an executive within his/her own company.

I have a list of 100 questions you can ask during a prospecting call, you can request that and I’ll send it
to you

Your strategy/proposal/services must fit into the overall framework of your prospect’s goals.

8. Client Acquisition is Largely Dependent on Prospecting/Qualifying Effectively
Poor Qualifying Has Disastrously Negative Long-Term Implications
Divergent Sales Cycle :
Parallel Sales Cycle:
Closed Deal
you
Wasted effort
Missed
Deadlines
No Deal
Incomplete
Tasks
prospect
Effort
Wasted time
Effort
Time
Time

Task 1 : Information Request (Thorough Answers)

Task 2 : Access: Request (Speed of Access, Prospect Missing Deadline) – Access = Trust

FTP Details, Adwords ID, Analytics Access, Conversion Statistics

Task 3 : Action: Meeting via Phone or In-Person Request (Keeps Commitment)

Task 4 : Action: Conference with All Parties

Task 5 : Action: Distribution of Collateral to All Parties

9. Prospect Management:
Parallel Sales Cycle – Tasks Delegation

Once I have demonstrated significant value to my prospect (we’ll talk about how to do so in a
bit), I am able to task my would-be clients with work.

Based on our conversations, I will request either information or actions. I may ask for the
prospect’s Google Adwords ID – I may ask a series of additional questions to clarify different
prospect goals – I may request an additional conference call. How the client responds to these
tasks/requests indicates to me whether or not I will proceed with the sales cycle.

A prospect giving one word answers or delaying access to critical information lets me know that
he/she may not be fully engaged with me in what I thought was a budding working relationship.
Filtering out these disengaged prospects early on is paramount to maximizing the return on
your time.

I use the phrase “parallel relationship” because it means that both myself and the prospect
should be involved as equally as possible throughout the sales cycle.

If at any time during a series of interactions, the prospect’s effort within our
exchanges, either wanes or diverges from mine, it may be time to move on.

10. Inbound Vs. Outbound Lead Strategies Differ:
Inbound lead, prospect initiated
outbound lead, you initiated
Inbound
Less initial resistance- a
significant proportion of
your perceived value is
prequalified as a
practitioner or agency
More difficult to
command custom
pricing model
$
Prospect has
more defined
budget in place
Pre-Assigned
Decision Maker
Shorter, mor
e consistent
sales cycle
Heavy Dose of
competitor comparisons
Evaluation Scope of Agency is Finite (bases buying decision on fewer factors)
Easier to command
custom pricing
model
Outbound
more initial resistanceyour perceived value is
still taking shape as you
interact with the
prospect
$
Prospect’s
budget is
nebulous
Multiple Decision
Makers To Sign off
on Deal
Lower frequency
of competitor
comparisons
Evaluation Scope of Agency is Global (bases buying decision on more factors: area code, collateral, coworkers, social media, etc.)
longer, incon
sistent sales
cycle
My largest deals
tend to come
from Outbound
Prospecting,

11. What are your clients paying for?

The worst mistake a B2B agency can make in describing their services is suggesting to their prospects that
value is driven by deliverables.

The problem with deliverables is that their value can easily be commoditized and price compared.

Value should be articulated as it relates to quantifiable ROI.

Sound/unique strategy & methodology can also add to value as well. Ex:

“You are paying me to devise the most effective strategy available. I don’t believe any other agency
will be able to create, execute, and track the results of our work the same way we can. I am going to
provide you with the evidence now to support that claim. (marketing collateral should support your
claim).”

Exclusive access to resources, tools, information, or people can also encourage a client to choose you over
your competition.

Client Engagement Process (how closely are you going to work with the client, what level/scope of support
can they expect?)

Client Engagement Philosophy (what are you holding yourselves accountable for as an agency?)

12. First Verbal Contact | Qualifying Stage

Introduce

Common Prospecting Error #1:

Listen
Engage
Impart Value
Task Prospect
“Steamrolling” the prospect due to nerves/inexperience. It’s a critical error because it disables you from
objectively “scoring” your prospect and will lead to poor allocation of time. “Steamrolling” is going through a
pre-meditated script while not listening and responding to a prospect in a natural conversational manner. This
flub inhibits any chance of you developing the requisite rapport with your prospect.

Initial resistance upon introduction is expected. A prospect that is “clammy” or somewhat “non-responsive” is acceptable.
Prospect should steadily warm as the conversation progresses.

Qualifier for First Call:


Does prospect understand what you do?

Is the prospect interested in what you do?

Is the prospect interested in what you do now?


Is prospect the decision maker or part of a decision making team?
Does prospect have the financial means to pay you?
Goals:

Did you fully qualify prospect?

Do you have all of the necessary prospect contact information?

Did you link up with prospect via Linkedin? Did the prospect link with you? Did the prospect view your linkedin profile? (tread
carefully, if you view your prospect profile consistently, they will notice this)

What did you task the prospect with?

Did you give prospect a deadline to complete task?
Some of my best
clients were
initially
resistant

13. First Verbal Contact | Be Human

The Introduction: I sometimes think that I can see a surprised expression right through an analog phone line. “I am calling to
introduce myself” is not something I hear very often either, but it has become an absolute staple for me in generating new
clients. This, followed up strategically with a “how are you?” typically seals the deal. Sounds kinda easy.

I’ve listened to hundreds (if not thousands) of marketing, web development, software and other B2B sales folks – the
first critical error inhibiting them landing new business lies in the initial stages of “client courting.”

Common Prospecting Error #2:

The B2B practitioner invariably goes for the jugular in a fashion that is too early, too formulaic, and too, well, inhuman. It’s not just
the content of the conversation, it’s the pacing and ordering as well. This early interaction is a key indicator- beyond the quality of
your proposal, references, case studies, or any other collateral piece of evidence that you can provide- that illustrates your value.

Introducing yourself is also a very low friction endeavor. It doesn’t ask anything of the prospect. It breaks down resistance and
opens up pathways for a meaningful exchange – it helps to nurture your ability to ask your prospects to take action.

14. Phone Call Checklist
Introduction / Listening Phase
Did call begin smoothly with open ended questions? □
Did strategist patiently wade through initial resistance? □
Did you uncover the prospect’s disposition and tone? □
Did you mirror the prospect’s disposition and tone? □
Did you follow the 80/20 rule? □
Did you listen effectively to the prospect? □
Did your questions probe and demonstrate higher level thought and engagement? □
Engaging Phase
Did you dispel misconceptions? □ [What makes you think that?, Where did you hear that from? Let
me explain why I think that might not be accurate.]
Did you continue listening to further reduce resistance? □
Did prospects thought process begin aligning with yours (are we on the same page)? □
Did you discuss areas where business or website was weakest? □
Value Phase
Did you clearly articulate your unique value proposition? □
Did you discuss client’s goals, desires, and areas of pain? □
Did you discuss the client’s unique value proposition? □
Did you clearly demonstrate through pointed or non-ambiguous language that you and our firm
are the singular choice to do business with? □

15. Phone Call Checklist II
Ending Your Call
Did you direct prospect? □
Did you assign a task? □
Did you assign a deadline for your task? □
Did prospect feel he/she was being evaluated? □
You Qualifying Prospect
Were enough factors in place for you to continue with this prospect? □
What time allotment will you reserve for furthering discussions? □
What is the probability that this will be a future client? □
What is the probability of this prospect turning into a cash cow down the road? □
Do you want this prospect as a client? □
Will this prospect put undue stress on the resources of our production department? □
Prospect’s Overall Impression of You
How did you feel the prospect viewed or perceived you / what style did you choose to build rapport as? □
Did you display high value throughout your call? listening, probing questions, higher level thought)? □

16. Prospecting Through Linkedin:
Selling and Acquiring Contact Details For B2B Leads

Do not use Inmails (lower response rate than standard member-member e-mails
because people are more apprehensive) Inmails cost in the neighborhood of $5 -$10 per
use.

Join all relevant groups with large numbers of members.

Can e-mail 1st connections. Can email 2nd to 3rd degree only if you share a group.

Add a good number of open networkers to increase your 1st-3rd degree connections
which will enable you to e-mail a wider range of prospects.

Do not send more than 300-400 connection requests per day as you will trigger
Linkedin’s algorithm and you’ll get a warning from them.

Group to Group e-mails have high response rates

When prospecting, send highly targeted/relevant emails only.
If you have a stellar
linkedin profile, you have
a better chance of
getting a positive
response from your
prospects

17. Prospecting Through Linkedin:
Selling and Acquiring Contact Details For B2B Leads

Meetup.com used in conjunction with Linkedin works well (you can see on meetup.com which members are taking
immediate action).

Do not use Meetup.com to interact with members, as that methodology has a low response rate due to Meetup’s system.

If there is a prospect that you do not share a group with, or one that you cannot email through linkedin, use distilled email locator, reportive tool, and Streak Gmail tool to locate e-mail address and to track your e-mail interactions.

If you still cannot find e-mail addresses, sign up for lead411.com free trial and sort by records with e-mails.

If you still cannot find an e-mail address, you can access a-z database through local libraries. Input executive names or
companies and find the contact e-mail.

If you still cannot find e-mail address, use Google, video tutorial here:
http://www.youtube.com/watch?v=P0tXA24d-OY

If you have a long list of data in which you need to append contact details, egrabber.com works well for that purpose.

Make sure you monitor your time investment carefully as e-mail searching can use up a significant portion of your time.

18. B2B Prospecting – Trigger Events

Good Trigger – Spending Money

Google Adwords

Spyfu.com tells you big spenders (over $100,000 per day)

SEMrush, competitive/comparative intelligence – can cull big spenders as well

IPO

New Funding

New Hire, New Job Opening

Relevant Press Release or Social Media Activity

New Location

New Product

Infrastructure investment

Tradeshow involvement

Inc. 5000 / Inc. 500 – fastest growing companies broken down by industry

19. Startwithalead.com
Trigger Events Mind Map
Lead411.com | Technorati | Google News Alters | Yahoo RSS Alerts | Linkedin Job Postings
Brian Carroll

20. Closing The Deal: The Mentality

High performing sales closers always task their prospects with work to gauge their
engagement level in the sales cycle (litmus test).

High performing sales closers evaluate the consistency within their prospects and
prospects’ business (congruence test). The long terms probability that the prospect’s
business will succeed must likewise be evaluated and articulated to the prospect.

High performing sales closers will often respectfully disagree with any prospect statement
that they do not agree with. The high performing sales closer often uses phrases like “no” or
“where did you receive that information from” or “what evidence do you have to support
that assumption or conclusion.” These statements provide evidence for the prospect that the
sales closer is genuinely interested in getting to the bottom line in solving their business
challenges. Yes men make poor closers.

A high performing sales closer never gets emotionally dependent or emotionally disrupted
on any particular deal which may or may not be closing.

High performing sales closers are congruent, ethical, honest, short-term gratification
averse, and maintain unwavering integrity in everything they do, both inside and outside
of work. This is why they are sought out as people to conduct business with.

High performing closers know how to balance perceived value within strict time
constraints throughout the selling cycle. They give away nuggets of advice, not the whole
farm.

High performing closers always approach a prospect as a consultative expert and not a
salesman. If the closer cannot convince the prospect that he/she can deliver high value the
closer should move on to another prospect or find another line of work.

21. Closing The Deal: Imperatives

Always impart to the client that a potential working relationship will work both ways. Each
party will have specifically outlined responsibilities that must be met.

Reiterate your value points clearly and succinctly.

Do not harass the prospect into submission (do not stalk their linkedin profile, keep the
frequency of contact to a sensible maximum).

Don’t be quick to lower your cost based on a price objection. Listen carefully to see if
prospect is really concerned about something else. Lowering your price without legitimate
consideration will lower your perceived value significantly.

22. Closing The Deal: Prospect Deciding Factors

Confidence in Your Ability to provide Positive ROI

Your Perceived Value

Quality of Case Studies

Quality of other Collateral

Impression of Team members / Human Capital Drop-off

B2B executive decisions are based more on logic than mood, when compared
to other industries and selling niches.

23. Red Flags – Prospects need to be either
Educated or Dropped

How long will it take to complete your work? – client is not considering
ongoing business relationship – one and done prospect.

How many of X will you be sending over to me? (x=content
pages, links, optimized pages, software licenses, etc.) – when a prospect
speaks like this, you’ve just been commoditized- your prices will be compared
to other agencies.

How many hours a month will your team be working on my account? (clients
are paying for a result, not man-hours of work).

Do you offer any guarantees or refunds? (providing a range of estimated
returns, in no way, guarantees a precise result for any clients. The prospect
should be well aware and appreciative of the multitude of factors involved in
improving their state of affairs. If client continues to press on these two
points, it may be best to de-list them.)

I’m looking for your work to have an immediate ROI

24. Time Allotment For B2B Selling
HYPOTHETICAL PROSPECTOR & CLOSER HYBRID 2014
RFP / Closing
28%
Content Creation /
Social Media / SEM
14%
Linkedin Prospecting &
Selling
21%
[CATEGORY NAME]
[PERCENTAGE]
Networking
20%
Set time allotment guidelines for your staff and monitor
adherence, watch out for excessive R&D.
Nice, Diversified Mix of
Activities – I would
work with this person.

25. Sales Team Build-Out Basics
(Even if you are not planning on building a sales team, you may consider teaming up with a
sales partner. Also, the tools for evaluating a sales rep or a sales team can also be directly
applied to evaluating your own performance as you are bringing on new clients) – in other
words, don’t fall asleep.

Sales Team Compensation mix should encourage a consistent high performance.

Compensation mix should assist in minimizing financial exposure of company.

Sales team must be proficient in representing the organization and the organizations products or services.

The sales force should feel that resources and support are respectively adequate and responsive.

A high percentage of sales team hires should develop into producing sales members – if that doesn’t
happen, something is wrong.

The reasons for an underperforming sales team member should be uncovered quickly.

Underperformance should be divided into recoverable or non-recoverable factors.

Sales cycle elements can be separated into divisions (qualifying stage, needs, analysis, closing) – these
divisions form the foundation for engagement goals.

A sales professional’s behavior during the interview cycle will mirror their behavior as your
employee/contractor.

One poor sales representative can damage the business ecology.

26. Recoverable vs. Non-Recoverable
Sales Performance Factors

Evaluating the Sales Team Performance & Your Own

A proportion of sales team will always under-produce, we must discern whether the deficiencies are
Recoverable or Non-Recoverable.

Recoverable (usually non-innate):


insufficient tools

insufficient practice

longer learning curve


insufficient training
poorly aligned engagement goals
Primary Non-Recoverable (usually innate):

transactional sales rep is placed into a relationship selling environment

product / service too complex

consistent demonstrations of low value (may be recoverable)

anxiety over compensation leading to strained interactions (can adjust compensation mix)

not able to meet productivity standards (need to get to core of productivity drop off)

27. Building a Lean Sales Team / Finding Sales Partners

Even if you are a one-person operation, do not think it is out of your scope to
work with a sales professional or professionals to help expand your agency.

You can find sales staff on TheLadders, New York State Job Bank, and
CraigsList.

Read my full seminar on building a sales team (link in the addendum).

Building a virtual sales team has different challenges when compared to an
in-house team, so be aware of the pros and cons.

Telesales teams do better virtually when compared to face-to-face teams.
Impossible to know exactly what goes on when prospect and sales rep meet
face-to-face.

28. Building a Lean Sales Team / Finding Sales Partners

Pay special attention to Engagement Goals when working with your sales staff.

Engagement Goals Are Specific Stages or Tasks Completed by the sales staff within the
sales cycle.

Engagement goals give the sales staff a sense of progress during complex sales cycle.

Engagement goals give management a means to better evaluate the sales team.

Engagement goals can be used to reward sales staff and increase motivation.

Engagement goals must be intricately tied into sales process.

Always align engagement goal rewards with desired outcome.

As sales force is built and functioning, dividing up duties between prospectors and
closers make the overall process potentially more efficient and profitable.

Careful in deciding to use dialing software – don’t damage the industry ecology.

Dividing up the process add two potential salaries to each sales, track the early results
carefully.

Make sure to have a thorough understanding of the traits for each role. Make sure to
include a trial hiring period (commission only) or (draw) during trial period to mitigate
risk.

29. Sales Team Weekly Productivity (Engagement) Goals

30. Types of Sales Professionals: Transactional Vs
Relational Selling

Sales recruits are typically divided into two categories:

Transactional sales are typically one time interactions that don’t require a significant amount
of relationship / value building.

Relationship selling is typically geared toward larger accounts that require more hand-holding
/ nurturing.

Appointment setting is more transactional – relationship or consultative selling is more geared
towards closing.

A small minority of sales professionals are skilled in both transactional and relationship selling
– they are extremely valuable.

Evaluating Staff During Recruiting
Mock Calls
Probationary Period
Past Success of Closely Matching Product or Service
Life Situation / Needs

31. HR Perspective | Pre-Screening / Interview Phase
• B2B Telesales vs. B2B In-Person Sales
Two completely different animals requiring different skillset. The endorphins released into someone’s
brain has different effect based on type of sales ecosystem.
• Industry/Niche Specific Experience
If rep has had past success in a similar industry or selling a similar product or service, it will be strong
factor indicating potential success
• Current Understanding of Your Product
Where along the learning curve is the rep during the interview process
• Subscription vs Service vs Product
Ongoing support, upselling after sale, relationship of sales rep to client post-sale
• Verifiable Past Results & Quality of References
How reliable are references and how realistic are past results.
• Relationship with current or past employer
How did rep leave last employer? High and dry or smooth transition?
• Why is the rep looking for a position?
Burn out from previous position? Is candidate passive (on theladders.com)? Poor past compensation
structure? Poor management of clients? Listen to the tone of the rep when commenting on past employer

32. HR Perspective Continued
• Prospecting vs. closing functions ratio for each role
What proportion of the selling with be prospecting and qualifying vs closing? Are roles separate?
• Candidate interview with multiple internal parties
Overall impression from several internal parties. Did candidate maintain consistency? Did multiple parties
uncover the same candidate deficiencies?
• Consistency of communication, information and behavior
Did everything about candidate line up? Micro-expressions during difficult questions?
• Strength of Engagement
Grade candidates “homework/due diligence” on company.
• Consistency of Past and Current Productivity Match
Will current position ask more or less of candidate than past positions in regards to productivity/engagement
goals? Would this environment be comfortable for new hire?
• Account Executive vs Sales Representative
How much client management / post sale interaction will sales rep be required?

33. Working With Me & Cognizant Ventures: What Can We Offer:
A La Carte

Sales process / sales strategy auditing

Marketing collateral development (value proposition, case
studies, ROI analyses, prospecting e-mails)

Sales cycle assistance & guidance

Human resources process development

Recruitment strategies for obtaining sales closers and
appointment setters

Individual and team sales training

Broker with B2B closers / appointment setters

Sales team management / Sales team hiring

Sales skills improvement

Trigger lead delivery (Adwords Leads)

Linkedin prospecting development

CRM / Phone Calling & Monitoring System / Marketing
Integration with Sales Department

Virtual Sales Team Development

In-House Sales Team Development

Access to recorded B2B sales calls

Sales script development/auditing
Individual Practitioner Plan
Full marketing collateral package
Real recorded client interactions
500 high spend trigger leads
Linkedin sales process consultation
Sales process audit
Lead analysis support (e-mail only)
Sales partner tools / guidance / matching (e-mail only)
Price $1,000
B2B Agency Guidance Plan
Full marketing collateral package
Real recorded client interactions
5,000 high spend trigger leads
Sales process audit / consultation
Lead analysis support (e-mail only)
Sales staff training support / HR Tools (e-mail only)
Price $5,000 + 5% revenue on closed deals
B2B Agency Co-Build Plan
Complete build out of sales team over 8 week period
Full marketing collateral package
20,000 high spend trigger leads
Sales process audit / consultation
Sales staff interviews/audit
Real recorded client interactions
Lead analysis support (e-mail/phone only)
Sales staff training support / HR Tools (e-mail/phone)
CRM system audit/guidance
Sales staff structure audit (closers/appointment setters)
Price $20,000 + 5% revenue on closed deals

34. Tool Addendum

Distilled e-mail address locator: https://www.distilled.net/blog/miscellaneous/find-almost-anybodys-email-address/

Inbound marketing software www.moz.com

Get contact information and email addresses directly through gmail: https://rapportive.com

Streak gmail e-Mail tracking and CRM: http://www.streak.com

Software used to automatically append details for large lists of contacts: http://www.egrabber.com.

Leads sorted by e-mail http://www.lead411.com

My full seminar on how to build an in-house or virtual sales team:

https://docs.google.com/document/d/1yC3wm2Cl2Xf5Md7f6aNqdzxdRseW35jfmZ65DFroIt8/edit?pli=1

35. Further Reading & Study

Trigger events



http://b2bleadblog.com/2007/06/using_the_physi.html#more-1384
http://www.startwithalead.com
Selling to Big Companies Book: http://www.amazon.com/Selling-Big-CompaniesJill-Konrath/dp/1419515624/ref=pd_sim_b_5/192-3752232-4934917

36. Audience Questions/Notes:

37. Audience Questions/Notes: